The Engagement Manager should understand the vision by ascertaining the high level business goals from the Client and Capgemini, assessing the current situation to identify strengths that can be built on and weaknesses that need to be addressed. Service improvements should not only be based on purely reactive measure, i.e. responding to service measurements and issues, but also be used pro-actively to pre-empt issues, manage risk, continually improve services and its profitability.

Translating the vision and goals in an overall vision, balance reactive and pro-actively activities and setting priorities for improvement based on short term and long term CSI objectives, and detailing the improvement management process ensure higher quality or lower cost service. All should be addressed in a Service Improvement Management Strategy. The overall strategy should be assessed and analysed to see where additional supporting measurements are needed.

For small and medium sized Service Engagements, the strategy would be incorporated in the Service Governance Plan (SGP). For larger, more complex Service Engagements it may be documented separately, and cross referred from the SGP.